The Significance of Task Significance

Summary by: Ian B. Mondrow

Task significance is defined as the perception that one's job has a positive impact on other people. Research on task significance has been limited because many studies focuses on cross-sectional designs that were unsuccessful in proving task significance impacted job performance. Job performance is perceived effectiveness of one's behavior that work strive to achieve organization initiatives. In addition, there are limited studies that manipulate task significance with other job characteristics. Grant (2008) sets out to determine if relational mechanisms (specifically: perceived social impact & perceived social worth)  and boundary conditions (specifically: conscientiousness and pro-social values) mediates task significance using three experiments.

Grant (2008) utilized a university fundraising organization as his first sample. 33 callers were split into 3 conditions that include: (1)a task significant condition where participants read 2 stories on how their job can impact others, (2) a personal benefit condition where participants read 2 stories about how the job benefitted the individual and (3) a control group with no manipulation. The data that was collected was measured pre-intervention and post-intervention. The results were quite promising. Results found that callers in the task significant condition increased the amount of pledges earned significantly, t(11) = 4.60, p = .001. The control group and personal benefit group showed no significant improvement in the post-implementation. The  task significant group continued to shine as they showed an increase in the amount of money earned following the intervention, t(11) = 4.51, p =.001. Once again, no significant improvement was present for the control group and the personal benefit group. Grant's initial study was a success in proving that task significance may actually positively impact job performance.

The researcher and his assistants return to the same fundraising organization, which had already experienced a full turnover of all staff. Before the intervention, all participants completed a self-assessment measuring conscientiousness and prosocial values (one's value of protecting and promoting the welfare of others). In addition, data regarding job performance was collected.Participants were split into two groups: control and task significance. Upon intervention, participants in the control group were asked to read about the organization's policies, while the task significance group read two stories portraying how the job has helped other people. Results show that [once again] the task significance group obtained more pledges than the control group, t(32) = 2.03, p = .05.  A OLS regression indicated that individuals with high prosocial values had a strong effect when they encountered the task significance condition. Again, Grant (2008) has demonstrated that task significance can have a positive impact on job performance.

You may be thinking that this study is limited because it was conducted with the same organization. In fact, Grant (2008) conducted a similar study with lifeguards at public pools. In this study there was no control group, but a personal benefit group and task significance group. He found that lifeguards in the task significance group committed more hours to their job, were more likely to help, and experienced an increase in one's perceived social worth  and social impact. Therefore, this study can be applied to a diverse population.

IMPLICATIONS FOR HR PROFESSIONALS
This study can make valuable contributions to training managers for performance evaluations. HR professionals can coach managers on utilizing a task significant outlook when addressing areas for improvement (for an individual employee). According to this study, if a manager informs an employee how their improved performance could help others, the employee is likely to understand the value of the specific task. To be most effective, the manager must provide this logic for each individual task (instead of the overall position) that requires improvement.

As humans, we want to know that we are valuable. Therefore, by providing feedback based on task significance, one can see how their performance can positively impact the organization and its stakeholders.






Reference: Grant, A.M. (2008). The significance of task significance: Job performance effects, relational mechanisms and boundary conditions. Journal of Applied Psychology, 93(1), 198-124.

Comparing Victim Attributes and Outcomes for Workplace Aggression and Sexual Harassment (Part 2)

Summary by: Ian B. Mondrow, M.A.

Following their previous research, Hershcovis and Barling (2010) decide to conduct a meta-analysis using 112 studies and 134 independent samples. The authors of previous studies that used the Sexual Experiences Questionnaire (SEQ) were contacted to reanalyze the data with merely a subcomponent of the SEQ. 82% of the samples were returned. Data was analyzed using Hunter Schmidt’s (1990 as cited by Hershcovis & Barling, 2010) for calculating weighted average reliabilities, adjusting for sample error, and measuring confidence intervals. Z tests were used to analyze independent correlations.

Results revealed that sexual harassment had a negative relationship with job satisfaction (r_c = -.29), coworker satisfaction (r_c = -.35), supervisor satisfaction (r_c = -.34), affective commitment (r_c = - .29), and psychological wellbeing (r_c = -.28). Studies continued to show that sexual harassment had positive relationships with turnover (r_c =.21), job stress (r_c =.21) and work withdrawal (r_c =.29). All of the correlations mentioned above were statistically significant with a probability less than .01. The author fails to mention that while the correlations are significant, they are low correlations and thus may have weak effects.

Workplace aggression was found to have stronger relationships than sexual harassment. It was found to have negative correlations with job satisfaction (r_c = -.46), coworker satisfaction (r_c = -.37), supervisor satisfaction (r_c = -.49), affective commitment (r_c = -.40) and psychological wellbeing (r_c = -.40). Positive correlations for workplace aggression were present for turnover (r_c =.39), job stress (r_c =.32) and work withdrawal (r_c =.19). All correlations had a probability less than .05.

As already demonstrated with the correlations, Z-tests comparisons revealed that workplace aggression had stronger negative outcomes than sexual harassment in job satisfaction, supervisor satisfaction, affective commitment, psychological wellbeing, and turnover and job stress. No significant difference was present for coworker satisfaction. Work withdrawal had a stronger effect with sexual harassment than workplace aggression.

 IMPLICATIONS FOR HR PROFESSIONALS

As previously mentioned in Part 1 of this summary, this research shows that workplace aggressive has effects that are far more influential than sexual harassment. This may be a result of the lack of action that is taken to address this issue. Sexual harassment is a sensitive topic and organizations attempt to correct the harassment quickly to avoid lawsuits. Workplace aggression,however, can not be easily proven and there is no legal implications of an employee that is rude or excludes other individuals. 

Organizations can prevent these negative affects of by implementing a policy stating no tolerance towards workplace aggression or sexual harassment. For this policy to be effective, the organization must investigate all claims of workplace aggression and avoid discrediting any accusations without proof. 

Regardless, sexual harassment and workplace aggression will continue to be part of our society. We do not live in an ideal world and some people have no guilt for their actions. As HR practioners, we should communicate disapproval of any of these actions and the consequences associated with these actions. We should also take immediate action once any complaint is received. These issues should not go unaddressed or else it could have negative effects on company culture and personnel.

Source: Herschcovis, M.S., Barling, J. (2010). Comparing victim attributions and outcomes for workplace aggression and sexual harassment. American Psychological Association, 95 (5), 874-888.

Is your company's on-boarding working?

Does your company currently have an on-boarding process? If you answered "no", then this is a whole new issue that needs to be addressed! For those who answered "yes", do you feel your program is effective? On-boarding has a variety of definitions but the general idea is the same. It is intended to assist employees with the transition into a new organization. To evaluate how effective an on-boarding program is, I suggest considering the following questions:

1. Does the program help new associates learn the culture of the organization?


2. Do employees learn about the resources that are available to help them with their job?


3. Do employees feel welcomed (not just by their manager but by their team)?


4. Does the employee acquire the basic knowledge to be successful in his/her position?


5. Do the employees get the opportunity to build relationships with their team?


6. Do the employees learn about the mission and history of the company?


7. Are employees walking out of on-boarding with a clear understanding of company policy?

Think about these questions for a minute. What is your answer? What proof do you have to backup your answers? If you have none then it is time to develop a survey asking employees their opinions of the company's on-boarding. It should be done immediately after new hire orientation and after 3 months of working. By conducting the survey twice, both the on-boarding and learning curve can be evaluated.

If you do not have on-boarding, then maybe its time that you and I talk!

Successful training relies on ______________.

Adults do not learn the same way as children. School systems use a teaching approach called Pedagogy, where learning is organized by a teacher and students are not involved in the decision-making. Andragogy, on the other hand, is a teaching styles that focuses on the learner and the learners hold a responsibility to acquiring the knowledge [In other words, they get what they put in]. For organizational training,it is highly suggested to utilize an andragogy approach. This can be achieved by explaining how the training will benefit them as an employee and how it may assist them on the job. . In addition, the training will ask learners to reflect on their past or current experiences to assist in learning.

Below are some suggestions to assist in creating a andragogy focused training session:

1. Use a combination of activities that encourage discussion.
2. Clearly state how the training will help them succeed in their jobs.
3. Start with ice-breakers or trust-building exercises to encourage open discussion.
4. Instead of playing the role of a lecturer, be the facilitator. Facilitate discussion among the group and ask questions.
5. Identify introverted people and encourage them to speak up. (This can be achieved by allowing people to write their ideas/answers before the discussion)
6. Have the employees set goals [related to the topic] at the end of the training. Be sure that they identify a partner that will help them to achieve these goals.
7. Arrange tables/chairs in a layout that encourages discussions. The following arrangements are suggested:

RECTANGLE/SQUARE

U-SHAPE

CIRCLE OR HALF CIRCLE

CLUSTERS

Private rooms for employees?

Diversity is crucial to an organization's success but at times, barriers may arise. For instance, a mother may insist that she wants to breast feed her child. It is clear that not all employees would be open to seeing her breast exposed. Other issues may include Muslim employees who need a separate place to worship, transgender employees that require hormone injections and more.

Companies are beginning to realize that they must adapt to these needs in order to attract and retail top talent. A professor once told me about an organization that offered private nursing rooms. I thought it was an ingenious idea that could be taken further. These rooms can be utilized for breast feeding, medical needs (i.e. insulin injections) or private worship. Why should we limit a private space just for mothers when it can be adapted to appeal to other audiences.

The one concern with private rooms is the possibility of employees abusing the rooms (i.e. using illegal drugs, sexual relations, etc.). To overcome these risks, the company provide rooms that will not have locks on the door and instead has signs that can switch from occupied to unoccupied. A lock on the door welcomes deviant behavior and by removing this feature, people will be less likely to abuse the facility. In addition, place the private rooms in a central location where supervisors, human resources or executives can be visible. Employees will feel as though they are at higher risks of getting caught if they are surrounded by important people. In addition, these nearby workers will be able to identify any personnel that may be abusing this privilege.

Cleanliness is also vital for these rooms. Since the rooms can be used for medical conditions, there is a risk of biohazards. To overcome this, employees should be required to sign in and out of the rooms. The rooms should also contain antiseptic wipes and individuals should be expected to wipe down the surfaces upon leaving the room.

By taking these minor precautions, corporations can provide employees with the space they need to do their private tasks. Mothers can comfortable breast-feeding children and Muslim employees can have a place to participate in their private worship. Employees that require injections also have a private space they can use instead of doing their injections on the work floor or in the bathroom in front of others. It is amazing the impact a little private space can make.